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NATO to exit Afghanistan by 2014
Some NATO officials also fear that increased violence could make it hard to meet the target date
set by Afghan President Hamid Karzai for the security handover, which would leave a vastly
reduced number of foreign troops in a training and support role.
NATO Secretary-General Anders Fogh Rasmussen said.
handover must be shaped by the security situation and not by timetables.
burma
Suu Kyi talks about the election earlier this month. Her party refused to take part in the poll, the
first in Burma since the NLD won a landslide victory in a 1990 election, which the Generals
annulled. This time, the junta rigged the vote to ensure that its proxy, the Union Solidarity and
Development Party, was the overwhelming winner.
business
1,200 KV CVT unvieled
Crompton Greaves Ltd (CGL), become the world's first company to develop high-range power
product -1,200 KV capacitive voltage transformer (CVT).
The 1,200 KV capacitive voltage transformer (CVT) is an Indian product, conceived, designed
and successfully developed indigenously.
editorials
Making ministers, officers accountable
The Results Framework Document is an effective device for measuring the quality of governance
and fixing accountability
Administrative Reforms Commission has expressed frustration with an administration that is
unable to reward or punish performance in a befitting manner. Central Pay Commissions review
the salary structure of all government employees every 10 years. They have proposed the
introduction of performance based incentives for officials. These excellent suggestions have
remained on paper. The reason: the government’s failure to establish scientific arrangements to
evaluate performance.
Government of India has introduced a mantra for adjudging performance, and for motivating
Minister and official alike. This is labelled the Results Framework Document (RFD), to be
rigorously implemented in all Ministries of the Government of India. Described as a Bill of Rights
for government servants, the novel system for monitoring and evaluation of performance was
announced in both Houses of Parliament by the President on June 4, 2009.
Every Ministry’s performance is measured twice a year by its ability to achieve specific
measurable targets.
It is a statement of intent and declaration of outcomes by the Minister and Secretary concerned.
Secondly, the targets themselves are not general, vague or nebulous. The document lists hard,
empirically definite items that effectively gauge the end result of the efforts of the concerned
officials.
e.g.completion of kilometers of fully functional road length by a specified date,,land brought under
acreage
RFD specifies the actions for achieving the objectives and assigns relative weight to various
indicators of success. Actual success can then be measured in empirical terms. The end
objective: improved governance.
An in-built system of grading assigns marks for every level of achievement.
Attaining less than 60 per cent of the designed target earns censure for the Minister and
Secretary concerned.
Thirdly, any possibility of collusion between Minister and Secretary in the shape of a “Yes,
Minister!” relationship is precluded. Each RFD is subject to continuing and regular scrutiny by a
group of external experts, called an Advisory Task Force. This standing group includes former
civil servants and also specialists of international eminence in various fields. The Cabinet
Secretariat reviews and monitors each RFD formulation as also its implementation. The Prime
Minister uses inputs from RFDs to evaluate the Ministries’ output.
By definition, the RFD is a record of intentions and outcomes
Every document has to be placed on the official website, and is thus in the public domain. This
openness provides an opportunity to the public to observe the government’s functioning.
Senior and middle level officials are constantly under pressure to learn in workshops and camps.
Ahmedabad’s Indian Institute of Management and several reputed international agencies
collaborate with the Cabinet Secretariat, providing valuable inputs about best practices from the
corporate sector, and also from experiments in governance abroad. At Mussorrie’s Lal Bahadur
Shastri National Academy of Administration, all fresh entrants into civil service imbibe the RFD as
a foundational credo for their career progression.
The governments of Punjab and Maharashtra have also taken the plunge and introduced RFD as
an instrument for administrative reform. Working closely with the Cabinet Secretariat, the Punjab
government has trained all senior officers in the preparation of their RFDs.
In Punjab, the Mahatma Gandhi State Institute of Public Administration, Sector 26, Chandigarh,
has been assigned the task of performance monitoring and evaluation.
RFD, too, elicits doubts and misgivings.:---attempting to introduce a form of governance better
suited to the corporate sector.
doubters feel that the RFD ignores the realpolitik environment, dominated by non-measurable
imponderables. Many decisions in administration, it is argued, are not susceptible to cut and dried
mathematical formulation. It is feared that that key functionaries might be compelled to devote
excessive time and energy in paper work, neglecting core activities.
In the public interest, no stigma needs to be attached to applying management devices from the
corporate sector in government-led activities.
l The Results Framework Document (RFD), also described as a Bill of Rights, is a mantra
for adjudging performance and for motivating Ministers and officials.
l Its impact is not on the civil servants alone. It is a statement of intent and declaration of
outcomes by the Minister and the Secretary.
l It secures the commitment of the political boss even as it binds the bureaucrat to deliver.
l It has to be placed on the official website and is thus in the public domain. This
openness, in turn, helps people to observe the government’s functioning.
l It will become the basis for recording the senior officers’ annual confidential reports. This
will ensure performance-based incentives for deserving public servants.
l It expects the red tape to be unraveled and converted into equipment to measure
governance.